I have long been an opponent, in public testimony, against executive pay that is not responsive to corporate success or failure. Yesterday's NYTimes had a great suggestion from Raghuram G. Rajan, a professor of finance at the Graduate School of
Business at the University of Chicago and former chief economist at the
International Monetary Fund:
He has a multifaceted approach that would give banks a choice. Under
the first option, the government would strictly regulate compensation
formulas. Under the second, banks could pay their executives whatever
they like — provided the banks set aside more capital. In other words,
banks that cling to their free-wheeling ways would have to pay some
sort of price.
For Mr. Rajan, this is an either-or proposition. If banks pursue
current compensation policies — what might be described as the
“no-responsibility” system, given the trouble we’re in — that’s fine.
But if that happens, “the government should levy more capital
requirements against the bank,” he said. Requiring banks to have higher
capital requirements would reduce the risk that executives will make
stupid decisions that imperil the firm and, possibly, the nation’s
financial health.
How much extra capital? That depends. If banks spread out
executives’ pay over, say, four years, giving their executives an
incentive to make smart decisions for the long haul, the banks would be
allowed to set aside a bit less additional capital.
Ditto if they included claw-back provisions and required executives
to reinvest a substantial portion of their income in their companies so
they had some skin in the game.
“We need to make people a little more worried about the future,” Mr.
Rajan said. The way things are now, executives are encouraged to take
big risks because they get paid based on the immediate fees generated.
They have little incentive to worry about what might happen to the
balance sheet later.
Mr. Rajan said he was unimpressed by efforts to pay executives
partially in stock. Owning shares in the entire company doesn’t tie
bankers’ compensation directly to the decisions they make within their
own units. “Stock compensation doesn’t do it because it’s too broad,”
he said.
More important, Mr. Rajan wants executives to be paid over a
four-year period, receiving a fourth of their bonus income every year.
If they make a bad bet, they won’t get paid the remaining amount.
And Mr. Rajan thinks bonuses should be based strictly on what he
calls “accounting performance,” rather than stock performance, which he
says you can’t control. He also wants chief executive pay to be
benchmarked against the performance of rival firms. If a firm’s
earnings are worse than their rivals’, “why should they get a bonus?”
he asked.
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